Richard Haynes in

Richard Haynes

Enthusiast · DISC type i
Director of Business Development at DZYNE Technologies
📍 Bar Harbor, Maine, United States

Professional overview including current role context, leadership scope, domain focus, and career trajectory to help you understand background relevance before outreach.

Key behavioral and communication insights including interaction style, decision-making tendencies, and motivation drivers to tailor messaging and personalize conversations.

Business priorities, areas of interest, and practical outreach recommendations that can improve conversion quality for this professional.

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Experience
18 Years
Current Role
Director of Business Development
Job Level
Mid-senior
Location
Bar Harbor, Maine, United States
Personality Overview

How Richard shows up

Optimistic
Story Driven
Amiable & Agreeable

They are generally friendly, so be careful when relying on their word. They prefer to build relationships rather than staying totally transactional. Unlike D or C types, they are convinced more by stories and testimonials.

Priorities

Topics Richard cares about

Strategic Priorities
Topic insights and context to help personalize outreach and discovery conversations.
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Career

Work history

1-2024
Director of Business Development
DZYNE Technologies
7-2023 - 1-2024
Special Missions Principal
TACFI Consulting LLC
1-2015 - 3-2023
Fire Support NCO
United States Army Special Operations Command
1-2010 - 1-2015
Fire Support NCO
75th Ranger Regiment, U.S. Army
10-2007 - 12-2009
Cadre
Officer Candidate School
In the press

Media appearances

Media appearances and press coverage highlighting public visibility and thought leadership.
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Education
4-2012 - 2-2022
Bachelor's degree
American Military University
Social presence
in
Behavioral profile

DISC profile (public)

i

Influence (I)

Influence (I) reflects the degree to which a person prefers to work by influencing or persuading others. Those scoring high tend to be people oriented, motivated by social recognition and building relationships.

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